HomeMy WebLinkAboutagenda.council.worksession.20150803
CITY COUNCIL WORK SESSION
August 03, 2015
4:00 PM, City Council Chambers
MEETING AGENDA
I. 2:00 p.m. - Site visit City Hall and Galena Plaza
II. Repurposing City Hall Presentation, Civic Space Relocation
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MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler, Capital Asset Manager
Jeff Pendarvis, Capital Asset Project Manager
Thru: Scott Miller, Public Works Director
DATE OF MEMO: July 29, 2015
MEETING DATE: August 3, 2015
RE: Civic Space Relocation Project (CSRP) – Conceptual Design
Presentation
REQUEST OF COUNCIL: Staff requests City Council select one of the options to
move forward into schematic design and ongoing public process and approve the
programing for the Police Facility.
PREVIOUS COUNCIL ACTION: In a worksession on July 14, 2015, staff presented
the Armory option, the Galena option, and the Galena Alternate option conceptual
design. Council discussed each design and were in favor of the staff recommended
selection of the Galena Option 3-2. In an effort to get more unanimity council requested
that the team come back with the following information on the Galena and Armory
option on August 3 rd .
• Story pole and staking at Armory and Galena Plaza side of Galena option.
• More comprehensive Architectural presentation on each option, including review
of Architectural 3D model.
• Presentation of costs
• Presentation on the Public service aspects of each option.
BACKGROUND: Finding a solution to the loss of downtown leases is a top priority for
City Council and is articulated in one of its top ten goals.
Goal 8 - Achieve direction from city council on a solution for the loss of
downtown Police and municipal office spaces. Champion: Scott Miller
Staff received direction From Council, as part of the Facility Master Plan Project,
in November 2014 to issue Request for Proposals (RFP) for Architectural Design
teams and Program Manager/ Owners Agent for the “Aspen Building
Replacement Project”. The Aspen Building Replacement Projects Main Goal is to
provide a comprehensive solution for the Police and Municipal Facility by mid-
year 2018. The RFP will close on February 5, 2015 at which point the team will
make a recommendation to select the design team and the PM/OA, these
contracts will be on consent agenda late February 2015. The first milestone of
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that team will be to work closely with staff and the steering committee to
develop and present, to Council in the first quarter 2015, two conceptual level
plans for selection of the preferred option. Staff will check in with Council
throughout the year to keep them informed of the progress of the project as well
as review all decision points. Staff and the team will continue to do public
outreach at all phases of this project to keep the public informed. The preferred
option will be taken to design development level drawing and be submitted into
the Planning and Zoning approval process by September 2015, this will give us a
clear direction, cost information and schedule for a solution to our Police and
Municipal facilities by end of year 2015. The team is targeting mid 2018 for
completion of a solution.
Staff started the Facility Master Plan Process in early 2014. As part of the project our
team inventoried all of the City facilities and carried out an overall space analysis. During
this, the need for space in the downtown core became apparent. Prior to and during this
effort several things happened that have made the downtown core need for office space
more crucial than ever:
• The City and County executed an agreement that the Police would move out of the
County owned space at the Courthouse and County Community Development
would move out of the City owned Armory sometime in 2018. Eventually, this
building is going to be for exclusive court use.
• The Aspen Pitkin County Housing Authority would move out of the County
owned Courthouse Plaza Building. The County is preparing to renovate this
building to accommodate their increasing space needs.
• The Aspen Daily News Building (City Hall Annex) was sold and the new owner
asked that the Building, Engineering, City Manager, and Canary initiative relocate
by the end of 2015 to allow for redevelopment.
• The team identified the inappropriate use of the basement of the Yellow Brick as
City offices due to access and security concerns in a child care facility.
This equals a loss of about 24,000 gross square feet (gsf) of the overall 50,000 gross
square feet that the City presently operates out of in the downtown core.
In early 2015 the team verified all programing for building design criteria and assessed
space needs. After careful consideration with the staff, City Manager’s office and Human
Resources, the team dialed back its space assumptions to be more appropriate for our
unique Aspen market. This led us to a reduced standard, about 30% smaller than common
office space planning standards used in the US. This “Verified Program” (attached) is the
space plan we are using for design which includes 14,900 gsf for Police and 51,900 gsf
for City office program. The team has challenged themselves through careful, efficient,
design to reduce this by another 5%.
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During the fall of 2014 the team held several open houses and presented various options
to the public and Council on how to use all of our currently held assets to come with a
space needs solution. This process started with identification of a “kit of parts” then
development of four option that programed all of our needs into solutions utilizing these
assets. In this process we reached out to the staff, public, and Council to find out what the
important values we needed to bring forward in solutions. We found the following:
• Plan City Hall under one roof
• Utilize all of our currently owned assets
• Must be a sustainable solution, we should be leaders in this area
• No tax increase
• Far reaching
• Police should have an appropriate facility
• Police facility should be planned at 540 Main
• City should own not lease facilities as there is a major cost advantage
The program design team took all of the criteria and presented four options to Council in
November 2014 and the request of council was to select two preferred options to form the
basis of design moving forward. This meeting set the first milestone as conceptual level
design on the two selected options along with more public outreach followed by a
presentation to council for selection of the preferred solution to move into schematic
level design.
During the open houses the following core values featured as a common thread in both
internal and external outreach:
• A minimum of a LEED Gold certification; the City should be leaders in
sustainable practices.
• Humble yet exemplary solution is very important to the community
• The Police facility should be at 540 Main St. and we should work collaboratively
with Pitkin County to maximize efficiency with the development of their public
safety building.
• We should be innovative and creative to produce the best result in the smallest
box.
• We should be collaborative with the community
• We should solve the problem with our currently held assets
• We should own not lease
• Most participants preferred Galena Plaza Option
• Some people felt sentiment to the Armory Option and felt that it spoke to who we
are.
• There is momentum in the community to return the Armory to its historic
configuration for community benefit.
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Below is an outline of the remaining options:
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DISCUSSION:
The common theme we have heard through the public outreach and internal process has
been the solution needs to be forward thinking and far reaching. We believe the solutions
that we have presented reach out 50 years and are flexible and have the ability to either
expand or contract our facilities. There is total of 3000 gsf planned for growth through
the year 2030. We are facing a loss of space for several of our busiest departments and
our Police department, and it is clear that doing nothing is not an option. To try to lease
space (if it is available) would cost more in lease costs and tenant improvements in 10 –
15 years than the cost to responsibly invest our dollars in owned facilities, utilizing all of
our currently held real estate assets in the downtown core area.
There a pros and cons outlined on the assessment criteria. Staff recognizes that the single
biggest detriment to any plan that includes use of the Armory in a configuration for
municipal offices would be the disruption of City operations and service for a period of
one to three years as we moved the operations out of the building, leased temporary
office space and remodeled the building and then moved everyone back in. Based on the
availability of space this would likely be in 6 – 10 locations throughout town. Staff feels
this is an unneeded burden on the community considering that we can accommodate a
solution that meets more of the core values on our other currently held land assets with
the added benefit of returning the Armory to its historic configuration. If the Galena
Plaza option is selected, the team will bring the issue of restoring the Armory to its
historic configuration for community benefit back to council in work sessions in July and
August to determine what this process would be.
This is a very important decision. The solution that staff has determined meets our needs
in the best way, delivering the most core values, with the least risk, and the most
efficiency’s for public benefit is the Galena Option. The assessment criteria below used
for scoring does not weight the categories i.e. the two year construction impacts to the
community are weighted the same as construction cost, yet it is a simple way for us to
gauge the values presented by internal and community stakeholders. Based on this
criteria as well as weighing what we heard in the process we have gone through to date,
we feel the Galena option presents the best solution for the community.
If council agrees, this option would be taken to the next phase of design which includes
by year end 2015, as outlined in our schedule, three public open houses, four stakeholder
meetings, and three more work session presentations to Council. We will also engage
Design Workshops facilitation group out of their Austin office to help us run two
community meetings in a meaningful way.
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FINANCIAL/BUDGET IMPACTS:
Armory Option Galena Option Galena Alternate
Construction $48.4 mil $45.8 mil $40.6 mil
Risk Contingency $3.0 mil $0.5 mil $0.7 mil
Owner Costs $5.9 mil $2.0 mil $3.7 mil
TOTAL $57.3 mil $48.3 mil $45.0 mil
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RECOMMENDED ACTION: Staff recommends City Council approval of the Galena
Plaza Option. Selection of this option includes returning the Armory to historic
configuration for community benefit, with the notion that the process, cost and specifics
of this need to be decided in the future. Staff will schedule a work session in August to
discuss Council’s vision on this this process. We have time to develop this process as the
city offices can remain in the Armory while the Galena option is designed and built. This
recommendation includes the decision to have the Police facility as outlined at 540 Main
to allow collaboration and efficiencies with the County public safety facility at the
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adjoining location. Once we set the additional programing in schematic design on the
site, the Police facility will move to its own track for completion of design and
construction.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Exhibit I: Presentation slides
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P42
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ASPEN NEXT GENERATION ADVISORY COMMISSION
RESOLUTION FOR THE ADOPTION OF
“OPTION 2” GALENA ST.
IN THE CITY CIVIC RELOCATION PROJECT
AT A MEETING OF THE CITY OF ASPEN NEXT GENERATION ADVISORY COMMISSION
OF ASPEN, PITKIN COUNTY, COLORADO, HELD AT 5:30PM ON JULY 27TH, 2015.
RESOLUTION - SUPPORTING THE CITY CIVIC RELOCATION “OPTION 2” GALENA ST.
ASPEN PITKIN COUNTY, COLORADO.
WHEREAS, the Aspen Next Generation Advisory Commission of the City of Aspen,
Colorado does hereby find as follows:
WHEREAS, we have voted 6-1 in favor of “Option 2”, the Galena street option, for the
relocation of city government for efficiency gains, convenience to the citizenry, and sound long
term planning.
WHEREAS, the sole dissenter abstains from a vote in protest of perceived reckless
spending, lack of oversight, and an inability to discern desires from needs when significantly
more pressing community needs exist such as affordable housing, HSS and others, and in
which this allocation of resources does not provide the most return in quality of life for the city of
Aspen’s residents.
WHEREAS, the Armory building is vacated the Next Generation Advisory Commission votes
6-1 to proceed with a full RFP and RFQ process open to the community to fill the space.
WHEREAS, the sole dissenter wished to see the RFP process take place under the “Bruce
Etkin Armory” non-profit fund with Wheeler operation, where RFP’s for space allocation occur
after the renovation of building, fundraising and a third party operator is in place.
NOW, THEREFORE, BE IT HEREBY PROCLAIMED by the Aspen Next Generation
Advisory Commission of Aspen, Colorado that we recommend in the affirmative the decision to
move forward on “Option 2” of the City Civic Relocation program with the vacated Armory
building being subject to a full RFP and RFQ process for future community use.
Dated: 7/27/15 Aspen Next Generation Advisory Commission, Aspen, Colorado
Attest
Skippy Mesirow - Chair, Aspen Next Generation Advisory Commission
Christine Benedetti – Co-Chair, Aspen Next Generation Advisory Commission
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